The Objective of this exercise is to apply a systematic analysis of a real ethical dilemma.

Reporting on Robin Williams When actor Robin Williams took his life in August of 2014, major news organizations covered the story in great detail. Most major news outlets reported on Marin County Sheriff’s Lt. Keith Boyd’s press conference, which revealed graphic details from the coroner’s report about the methods Williams used. While there was great interest on the part of the public in finding out what happened, many argued that reporting too much detail about the suicide violated the family’s privacy. Indeed, many of Robin Williams’s fans posted on Facebook, Twitter, and other social networks to express their objections to the media treatment of the suicide, urging reporters to respect the family’s right to grieve in peace. Several members of the mental health community also took issue with the detailed reports. Paul Farmer, chief executive of the mental health charity Mind, wrote to CNN that “When a media report describes clear details of unusual methods of suicide and essentially gives a “how to” guide—the danger is it can make suicide seem like a more accessible action to take.” Some journalists expressed similar viewpoints, criticizing the reports as a clear violation of media ethics. According to the Press Complaints Commission, “When reporting suicide, care should be taken to avoid excessive detail about the method used.” Yet other journalists argued that the primary responsibility of the media was to report the story truthfully and factually. In an op-ed in the LA Times, Andrew Klavan wrote, “The manner of Williams’ death is public information. Journalists should report it as long as it remains of interest to the public. It is not a journalist’s job to protect us from the ugly facts.” Klavan argued that the journalist’s duty is not to do good or be wise, but to report the whole story, which may in fact be a part of a larger story unfolding elsewhere. Sheriff Boyd similarly defended his own actions by stating that he had a duty to report the details as part of the public record. In an interview with Today, Williams’s daughter Zelda discussed how her father never sought to hide his problems, mentioning his openness about struggling with alcoholism. She stated, “I think that one of the things that is changing, that is wonderful, is that people are finally starting to approach talking about illnesses that people can’t immediately see…He didn’t like people feeling like the things that were hard for them they should go through alone.”

Discussion Questions

1. Systematic moral analysis (SMA) first requires identifying the problems in a situation. In this case, who was harmed and how? You may reference the list of moral rules in the transcript of the narration below.

2. The second step of SMA requires asking who is responsible. Is Sheriff Boyd responsible? The journalists? Anyone else? How do their role-related responsibilities relate to the harm caused?

3. Third in the process of SMA is to consider whether or not the action can be justified. Do you think the role-related responsibilities of Sheriff Boyd or the journalists justified their actions? Why or why not? What alternative ways of reporting Robin Williams’s suicide would have caused less harm?

4. Finally, if you had been in the position of Sheriff Boyd or the journalists, what do you think would have been the ethically ideal action to take?

The Fit Stop Ltd. is a brand-new firm that will open its doors exactly four months from today. Its business objective is to sell all types of training, fitness, conditioning, and exercise equipment to the general public. The Fit Stop plans to specialize in this equipment and to provide customers with personalized advice geared to a customer's specific training or conditioning needs (e.g., training for a particular sport, rehabilitation from injuries, strengthening of back muscles to deal with back pain, general conditioning and fitness), whether the customer is eight or 80 years of age. In order to provide high-quality advice, each store will employ a physiotherapist (to provide advice on problems such as injuries or chronic back pain) and a person with a bachelor's degree in kinesiology (to provide advice on training for various sports of other physical activities). A staff member will even sit down with customers and develop a personalized training or conditioning program that meets their own specific objectives and needs, al no cost to the customer. The remainder of the staff in the store will consist of a manager, with a Bachelor of Commerce degree, and sales staff, who will have at least high school diplomas. Due to the long opening hours, it is expected that between 8 and 12 salespeople will be needed for each store. Because the stores are in shopping malls, they will operate on a Neven-day-4-week basis, open 9:00-9:00 weekdays, 9:00-6:00 Saturdays, and noon to 6:00 on Sundays. Aside from personally helping customers, the roles of the physiotherapist and kinesiologist will be to train other employees in how each type of equipment can be used for various conditioning and rehabilitation purposes. Initially, sales staff will be given general training, but as time goes by, each salesperson will be expected to learn in depth about all the different pieces of equipment, to help customers diagnose their needs accurately, and to be able to explain proper use of the equipment. Because of the high level of training required, all employees will be full-time. The founder of the business is Susan Super fit, who has undergraduate degrees in kinesiology and commerce from the University of Saskatchewan. While at university, she participated in many sports and suffered many injuries due to her all-out style of play). She carne up with the idea for this business while laid up with one of her injuries. While there were businesses that sold fitness and conditioning equipment’s found that the people selling it had very limited knowledge and often gave poor advice on what to buy and how to use it. She has secured funding from private investors and from Growthworks, a large Canadian labour-sponsored investment fund. In order to get volume discounts on the equipment she will be purchasing and to beat competitors into the market, she wants to start off quite large, with stores in major cities in Ontario and the four western provinces, before expanding to Quebec and the Atlantic provinces. She knows that this is a risky strategy and that cost control will be essential to keep the business going long enough to become well known and develop a stable clientele. She does not expect the business to make a profit for at least one year, or maybe even two. Her main competitors will be sporting goods megastores and department and dis- count stores, each of which sells some of the same equipment. Some of these outlets will be able to price their equipment lower than The Fit Stop will be able to, but none have the range of equipment that The Fit Stop will have, and none provide the personalized services that The Fit Stop will. Susan believes that the key to her business success will be highly motivated and knowledgeable employees who have a strong concern for their customers and who are able to work as a team with the other employees to provide the best possible customer service. Since no two customers are exactly alike, employees will have to he innovative in developing solutions that fit their needs. It will also be crucial to keep up with the latest fitness and training trends, as knowledge about fitness is continually increasing, along with new and different types of specialized equipment. A key aspect of company strategy is to be the most up-to-date and advanced supplier of new products and techniques. Although Susan has given a lot of thought to her business, one thing she hasn't really given much thought co is how to compensate her employees. Since she doesn't really know much about compensation, she tends to feel that the safest thing would be to just do what her competitors are doing

que 1-Analyze “The Fit Shop Ltd.” Case and identify the benefit systems (including specific benefits) that would make the most sense for this firm. minimum 500 words

que 2-You have decided that the Fit Stopwould be well suited to Organizational Performance Pay. Select the specific organizational performance pay plan that would seem to work best; then design it, describing specifically how you would deal with various design issues. When you are done, the plan should be ready for implementation. minimum 500 words.

Tesla, Inc. is an American automotive company that specializes in electric car manufacturing. The company and Elon Musk, it’s current CEO, has been an innovator in the United States automobile industry. Tesla has used technology as one of it’s driving factors. They provide online software updates and have open source technology, to an extent. Tesla’s production efficiency and sales have increased the last few years. During 2018 & 2019, they were able to achieve some quarters profitability.

Despite of these improvements, the company has had to deal with a number of challenges. Among them:

-   Elon Musk is a dynamic leader; however, he is also unpredictable. For example, in 2018 Musk reported that the company may be going private. The statements were deemed to be misleading for a publicly traded company. Musk and the company were fined a total of $40 million dollars and Musk was not allowed to serve as Director of the Tesla Board for at least three years.
-   Although production has improved, it is still has not met expectations. The company has had many issues which include, assembly line issues, battery integration, and delivery logistics. During this time, Musk has made statements regarding production which has over promised to the market.
-   Tesla had achieved quarterly profitability for some quarters during 2018 and 2019. They had losses for years. Obviously, this is a problem but not unusual for a manufacturing company that takes a number of years to develop a market. The issue is that with accumulating debt, the unpredictability of production and costs have caused major concerns in the investor market place.

Operating a company the size of Tesla is a major task. It takes many teams, with numbers of functions. Address the following questions as advice for the Tesla Board of Directors

1.   The leader of the company, Elon Musk, has created issues on his own for the company. What structure could be put in place to minimize negative impacts?
2.   Chapter 4 of the Group Dynamics for Teams text addresses group cohesion and team roles. What concepts could be utilized to improve the Board’s results?
3.   Tesla was founded in 2003. What factors would you consider to be critical when forming the initial board?

FunRead is a start-up company (for interactive stories book for children)

What could be the future plans to develop the product (book) and the service (App) for FunRead?

As a bartender of a local restaurant, you ask if a customer would like top shelf liquor, like Grey Goose, in his martini, instead of the standard brand. This is a form of:

Subject- Operations and supply chain management

Ch 14 Yamaha Calendar: Project management and Change Management

A recent hire, fresh from college graduation, joined a recreation company that sold snowmobiles, motorcycles and outboard motors.

One of the first projects he was given was to create a calendar to give to their dealers to give to their customers. Showing the various products being used in their seasons was a popular concept, and the senior management fully supported the idea.

Forming a team, the young graduate developed a project plan. Quotes were gathered, a preliminary product concept developed, design ideas were brainstormed. Budget was approved, all the distribution plans were put together. The team reported their plans to a senior executive who served as a champion for the project.

The concept was called the “weekend Warrior Calendar”. It would show 13 months of activities, with beautiful outdoor photography of snowmobiles in the winter, outboards and all terrain vehicles in the spring and fall, and in the summer personal watercraft and motorcycles. As well, traditional calendars showed each week as showing a Sunday to Saturday week. The teamdeveloped the idea to have the week shown as Monday to Sunday. This way, since weekend usage of the products was so high, people could better plan their weekend itinerary.

Although the team seemingly was progressing, some of the team members were not pleased. One member quoted “These kids. Think they can come in here and change the world! Suddenly we need a champion, a project charter. Geez, what are minutes???” I like the kid, but we got more processes than productivity.”

Another project member had similar comments. “I hear all these new ideas being bounced around, and I never get to bring my opinion. I guess everything is going ok, but am I the only one who hates this design. Every calendar starts on Sunday and ends On Saturday. Weekend Warrior Calendar? I think we are asking for confusion.”

It was true, to reflect the nature of the owners of recreation products, who often spend their weekends enjoying their snowmobiles and boats, the calendar was designed to reflect this timing. But there was some project team resistance. The push back was muted as many of the members were extremely enthusiastic about the design, often drowning out dissent.

The first complaint came from an inside employee. She had used the calendar to develop a purchase plan and all the dates ended up being wrong as she assumed a traditional calendar design. Later, a dealer called the VP and suggested the new calendar was a great idea, but felt the lack of communication on how it was a different calendar was not adequate.

The VP was livid. “How come I did not know about this?” The Marketing director was also upset. “I was the project Champion and they did not inform me about this? Now I look bad”

Our young project manager was feeling the heat!

Questions

1. From a change management perspective, what could the team have done better or differently to introduce this unique calendar concept?
2. What could cause team members to have different opinions with-in the team? Why was there no full consensus? What does this indicate about the team’s development and performance capabilities?
3. Since the project has had a poor introduction, what can the team do to recover?

Need all three answers with simple language

The foreign exchange market is an international monetary system that among several of its functions, converts one country's currency into that of another. Understanding the foreign exchange market is an important dynamic in international trade and investment. It is, therefore, a benefit to the business student, via this assignment, to fully comprehend its functions.

Develop a minimum 700-word analysis to include the following aspects of the foreign exchange market:

• Discuss the two main functions of the foreign exchange market.
• Analyze, in detail, the relationship between money supply and inflation.
• Describe the difference between a freely convertible currency and a non-convertible currency.
• Evaluate the technology risks associated with the functions of the foreign exchange market.

Part A: Why did the concepts, principles, and techniques of lean emerge and evolve in Japan, not in the Western countries?

Part B: State the lean tenets in your own words.

Perhaps one of the first key decisions a prospective business owner makes is the mode of entry in the chosen country. Making the correct choice will ensure the integrity of the business not only legally, but financially as well. Accordingly, a detailed understanding of the various modes of entry will provide students with the knowledge needed to properly select the appropriate organization.

Compose a minimum 700-word analysis of the following modes of entry:

• Turnkey Project
• Licensing
• Corporation
• Franchising
• Joint Venture

Address the following in the analysis:

• Discuss and describe the various modes of entry.
• Evaluate the pros and cons associated with each mode of entry.

Describe the different types of project slack and how each is calculated. Why is it important to determine the critical path of a project? What happens if activities on this path are delayed? What happens if activities on this path are accelerated?

You are Head of HR for your company. Tell me what you would be doing to work with the staff and overall organization in this current COVID-19 crisis? Consider everything we have discussed up to this point around performance, measurements, talent management, compensation, and overall strategic objectives